Tag: GTM

The Tariff Absorption Flip: 39% of Companies Are Now Eating the Tariff Themselves — Why That’s a 2026 B2B GTM Signal You Can Trade On

The Tariff Absorption Flip: 39% of Companies Are Now Eating the Tariff Themselves — Why That’s a 2026 B2B GTM Signal You Can Trade On

A quiet number in the Thomson Reuters 2026 Global Trade Report just rewrote what your competitive intel team should be reading on Monday mornings. The share of companies absorbing tariff costs themselves — instead of passing them through to customers — has jumped from 13% a year ago to 39% in the latest reading. That is a 3× shift in one year. It is also a flashing margin-compression signal on a huge slice of the supplier base, and it is the cleanest GTM tell most B2B sellers will get in 2026 about which of their buyer’s incumbent suppliers are quietly buckling.

The rest of the report fills in the picture. 72% of trade professionals now name U.S. tariff volatility as the single most impactful regulatory force, up from 41% a year ago. 76% believe the new U.S. tariff regime is permanent for at least four more years. Baseline duties stand at 20–32% on China, 18% on India, and 25% on countries trading with Iran. KPMG, UNCTAD and the WEF all converge on the same operating reality: tariffs are now standing background cost, regional modular manufacturing is replacing JIT, and ~40% of U.S. firms are reshoring or regionalizing to North America by the end of 2026. Marsh and Ivalua reinforce it from the procurement side: tariff posture is now reviewed quarterly, not annually, and pass-through tolerance is a contract-level negotiation.

So why is the 13% → 39% absorption number the one worth trading on? Because it identifies — almost in plain text — which of your buyer’s existing suppliers cannot get their customers to take a price increase. Those suppliers are funding the tariff out of gross margin. Some of them will hold and quietly weaken. Some will hit a renewal cycle six months from now and walk in with a 12–20% list-price ask, no goodwill earned, and an account in renegotiation. Either way, the customer relationship is destabilized, and the buyer’s procurement org knows it.

If you are on the seller side in a B2B category where tariff exposure runs through your competition’s bill of materials, the absorption shift is not a macro story. It is a target list. It tells you where to look for accounts whose incumbent supplier is trading margin for relationship stability — and where a clean, tariff-honest proposal lands as a credibility move rather than a price hike. The proposal does not need to be cheaper. It needs to be clearer about how tariff cost gets allocated, who carries the pass-through, and what triggers a reset. That is a fundamentally different conversation than the one your incumbent’s quietly-bleeding account team is having.

If you want a steady feed of signals like this — curated trend reporting written for CEOs and founders, not data scientists — bookmark TrendInsightsJournal.com. It’s where these moves get tracked weekly so you can read tariff, GTM and macro shifts as competitive intel, not background news.

Four 2026 GTM rewrites land cleanly off this signal. First, build a target list off public filings, analyst notes and industry press: any direct or adjacent competitor whose category sits in the 39% absorption bucket — i.e., manufacturers, distributors, B2B service providers with imported component or raw-material exposure who have publicly signaled margin compression. Those are accounts where your incumbent is structurally weaker than the buyer has yet noticed. Second, attach a one-page regional-capacity disclosure to every above-threshold proposal — HTS exposure, country-of-origin mix, FTA qualifications, Section 301/232 status, pass-through framework. Buyers running tariff-aware procurement (Thomson Reuters: 40% of trade pros now use or are exploring AI/blockchain for trade mgmt, up from 6% in two years) will see this immediately; buyers not running it yet will get a free trust signal. Third, default to 12-month contract terms with a quarterly tariff-review trigger instead of multi-year, which the absorption flip makes a hard sell anyway. Fourth, train your AEs on a 90-second tariff talk track that names your COO mix, your pass-through framework and your absorption stance — buyers are tired of being managed around the issue and reward sellers who walk in already calibrated to it.

The cleanest opportunity inside the 39% number is that it identifies the moment a supplier’s relationship strength turns into a liability. A vendor absorbing tariffs is preserving the relationship at the cost of the economics. That works for two or three quarters. In the fourth, either the renewal asks for catch-up pricing — a bad conversation — or the absorption keeps going and the supplier’s investment, R&D and service quality start to wobble. Both outcomes open the account.

The 13% → 39% flip is not just a macro tariff data point. It is a margin map of your competitors’ books, published in plain English by their own customers. The B2B sellers who treat it as competitive intel — not background news — will close 2026 with deals their incumbents thought they had locked.

Sources: Thomson Reuters Institute (2026 Global Trade Report), Thomson Reuters Tax (The 2026 supply chain challenge: Global trade disruption), KPMG (March 2026 supply chain update), UNCTAD (10 trends shaping global trade in 2026), WEF (Navigating trade in 2026: 5 strategic shifts), Marsh (Supply chain trends in 2026), Ivalua (How Tariffs Impact Procurement and Supply Chains in 2026), Yahoo Finance (Tariff volatility pushes global supply chains into regional reset in 2026), Lambda SCS (Six Geopolitical Forces Reshaping Global Networks).

Salesforce Just Published Its 2026 State of Sales Report — Here’s the SMB GTM Playbook Hiding in the Numbers

Salesforce dropped its 2026 State of Sales Report this month, and on the surface the numbers read as another upbeat “AI is everywhere” press release: 87% of sales organizations now use some form of AI for prospecting, forecasting, lead scoring, or email drafting. 89% of sellers say AI deepens customer understanding. 87% say it makes their job less stressful.

But the report — based on 4,000+ sales professionals across 22 countries — also includes the line that should change how a small business GTM team allocates its next quarter of budget: top-performing sellers are 1.7 times more likely to use prospecting AI agents for outreach than underperformers. And 54% of sellers have already used agents, with nearly 9 in 10 planning to by 2027. The agentic layer of the sales stack stopped being a future trend somewhere between the last Salesforce report and this one.

A few more numbers worth pinning to the wall. 55% of sales professionals are using AI specifically for prospecting, with another 38% planning to. 48% of sellers say they lack bandwidth to do adequate cold outreach — the exact gap a prospecting agent fills. 94% of sales leaders running agents call them critical for meeting business demand. Once fully implemented, sellers expect agents to cut prospect research time by 34% and email drafting by 36%. 92% of sellers with agents say they benefit prospecting specifically. The picture is consistent across every cut of the data: the agent isn’t replacing the seller; it’s reclaiming the 3–5 hours a day they were spending on research, list-building, and first-draft email work.

What does this mean for a 5-to-30-person SMB sales team that doesn’t have a Sales Operations leader, a RevOps tooling line item, or a dedicated AI agent platform contract?

The report is essentially telling you that you have until the end of 2026 to install one prospecting agent and one meeting-prep agent before everyone you compete with has them. The 30-day GTM playbook writes itself:

Week 1 — Baseline and choose your two. Pull the last 90 days of seller-time-spent data from your CRM. Count the hours that went into list-building, account research, first-draft outreach, and pre-call prep. That’s the budget the agent is going to claim back. Then commit to two agents, not five — one for prospecting (HubSpot’s $1-per-recommended-lead Prospecting Agent, Outreach’s AI Prospecting Agent, Salesforce Agentforce, or the prospecting agent native to Claude for Small Business, depending on your stack) and one for meeting prep (Outreach Meeting Prep Agent — the Avis case study Outreach published on May 22, 2026 is the cleanest reference). Two agents you actually deploy beats five you “evaluate.”

Week 2 — Wire the data right. Agents are only as good as the CRM you point them at. Before turning anything on, clean three things: account ownership, lifecycle stage, and last meaningful touch. If those three fields are wrong, your prospecting agent will gleefully email a customer your AE closed last week.

Week 3 — Pilot one rep, one segment, two weeks. Pick your highest-output AE and one tight ICP slice. Give the agent the brief, set a max-touch ceiling, and instrument outcomes in the CRM with a distinct lead-source tag. Do not let it run firmwide on day one. The Salesforce data point that matters most here: top performers are 1.7x more likely to use agents than bottom performers — meaning the agent amplifies whatever the rep already does well. Pair it with your best, not your weakest.

Week 4 — Reconcile honestly. This is the step most teams skip. Three numbers: (1) meetings booked from the AI-sourced/AI-assisted touch, attributed cleanly versus your existing outbound channel; (2) hours returned per rep per week against the Week-1 baseline; (3) reply quality — eyeball 50 sent emails for hallucinated facts, mis-personalized opens, or off-brand language. If meetings booked aren’t up and hours returned aren’t up, you have the wrong agent for your motion. Switch, don’t expand.

If you want the playbooks, prompt libraries, and tool comparisons to actually pull this off without spending the next two quarters in evaluation mode, LevelUpLabs.co is built exactly for this. It’s a membership for entrepreneurs who want operational AI strategies — not opinion pieces — with prompt libraries you can paste into a prospecting agent today, short-form video training on how to set up the human-approval guardrails Salesforce’s report keeps quietly hinting at, ready-to-use checklists for the 30-day rollout above, and exclusive partner discounts on the same stack the top-performing sellers in the report are running.

The closing takeaway. The 2026 State of Sales report is not telling you that AI is coming for your pipeline. It is telling you that 54% of your competitors have already moved their reps onto agents, the top performers are 1.7x more likely to use them, and there is roughly an 18-month window before “we use AI prospecting agents” stops being a competitive advantage and starts being table stakes. Pick two agents this month. Pilot one rep next month. Reconcile by July. That’s the report — written as a calendar.

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Higgsfield Just Shipped an AI Agent That Turns One Prompt Into a Finished Campaign — Here’s the GTM Playbook to Use It Before Your Competitors Do

For most of the last two years, “AI for marketing” meant a chatbot that wrote captions and a separate tool that made images, with you stitching the two together. On May 14, 2026, Higgsfield AI collapsed that stack with the launch of the Higgsfield Supercomputer — a cloud-native AI agent built specifically for creative work that turns a short, plain-language prompt into finished image, video and ad output.

For small go-to-market teams, this isn’t another generator. It’s the closest thing yet to handing a brief to an agency and getting a campaign back.

What actually shipped

Higgsfield describes the Supercomputer as a chat-style agent that runs in the cloud, picks its own frontier model, and uses pre-loaded creative skills to take a one-line prompt to a finished campaign. Three details matter for a GTM operator.

First, the model-picker. Mid-conversation, you can swap the agent’s “brain” between GPT 5.5 Pro, Claude Sonnet, Claude Opus 4.6 and Gemini 3.1 Pro — the same freedom developers got inside coding tools like Cursor, now pointed at ad creative. Different models are better at different jobs, and you no longer have to pick one and live with it.

Second, brand memory. The agent carries long-term memory of your brand voice and visual style across projects, so campaign three doesn’t start from the blank page that campaign one did. Coverage of the launch noted it can produce something on the order of a full week of social ad variations plus competitor analysis from a single prompt.

Third, connectors and skills. It plugs into tools like Google Drive and Slack, and ships with specialized “skills” that turn the general agent into a domain expert for specific jobs — ad creation, UGC-style content, video production. The work happens where your team already works.

Why this matters for go-to-market

The bottleneck in small-team marketing has rarely been ideas. It’s been production throughput — the gap between “we should test five hooks” and actually having five finished, on-brand creatives to run. That gap is what kept small brands testing one ad while bigger competitors tested twenty.

An agent that takes a prompt to finished, brand-consistent output compresses that gap toward zero. The strategic shift for a GTM team isn’t “we can make ads faster.” It’s that creative volume stops being the constraint, and creative judgment becomes the entire game. Whoever can brief well, read results honestly, and iterate fast now wins — not whoever has the biggest design budget.

That advantage is also temporary. Right now, using a tool like this is an edge because most of your competitors haven’t rewired their workflow around it. Within a quarter or two, fast AI-assisted creative production will be table stakes. The window to build the muscle while it still differentiates you is open now.

A 30-day playbook

Week 1 — Baseline and brief. Pull your last 90 days of paid social results and identify your two best-performing hooks and your two worst. Write one tight creative brief — audience, offer, voice, the one thing the ad must communicate. A vague brief produces vague output from any agent; this is the skill that compounds.

Week 2 — Load the brand. Feed the agent your real brand assets, past winning ads, and voice guidelines so its memory starts from your actual identity, not a generic default. Generate a first batch of variations against your Week 1 brief. Resist polishing — you’re testing the briefing loop, not shipping yet.

Week 3 — Run a contained test. Put a small, fixed budget behind one product or service line. Run a genuine multi-variant test — the kind that used to be impractical because you couldn’t produce the creative. Use the model-picker deliberately: try one model for punchy short-form, another for longer explainer cuts, and note which wins.

Week 4 — Instrument the truth. Reconcile results in your CRM, not just the ad dashboard. Tag AI-produced creative distinctly so you can compare it cleanly against human-made work, and dedupe leads against your other channels. The goal is an honest answer to one question: did faster creative produce more pipeline, or just more files?

Putting it into practice

Tools like the Higgsfield Supercomputer remove the production bottleneck — but they don’t hand you the briefing skill, the test design, or the attribution discipline that decides whether the speed turns into revenue. That’s where LevelUpLabs.co earns its keep: a membership for entrepreneurs building real income systems with AI, stocked with prompt libraries, video training, campaign checklists, and partner discounts on the tools you’re already eyeing. It’s the difference between owning a fast creative agent and actually running a fast go-to-market machine.

Bottom line

The Higgsfield Supercomputer is one more sign that creative production is no longer a moat. Within months it’ll be a baseline. The GTM teams that win the rest of 2026 will be the ones who treat the agent as cheap, infinite creative capacity — and put all their remaining energy into briefing it well and reading the results without flinching.

Sources:

  • explainX.ai — Higgsfield AI Supercomputer: Building a Cloud-Native Architecture for Autonomous Media Production
  • Higgsfield.ai — Supercomputer product overview
  • MarketingProfs — AI Update, May 2026 (Higgsfield Supercomputer launch coverage)
  • The Rundown AI — Higgsfield Supercomputer tool profile

Your Buyer Has a Supply-Chain Strategy and No Way to Run It — That Gap Is Your Best 2026 GTM Wedge

Your Buyer Has a Supply-Chain Strategy and No Way to Run It — That Gap Is Your Best 2026 GTM Wedge

Most of the supply-chain coverage this year has told the same story: tariffs are permanent, sourcing is regionalizing, reshoring is accelerating. All true. But there is a quieter finding buried in the 2026 data that matters more for how you sell, and almost nobody is building a go-to-market motion around it. The strategy has outrun the execution. Your buyers know what they need to do. Most of them cannot actually do it yet — and that gap is where deals are won this year.

The number that should reframe your pipeline

Three-quarters of retail supply-chain leaders say tariff turbulence is redefining their 2026 strategy. They are diversifying sourcing, layering domestic and nearshore suppliers, and 93% are spreading their footprint within Asia to cut single-country exposure. The intent is real and well-funded.

Then comes the execution number. 84% of retail supply-chain leaders say they struggle to align their IT infrastructure for multinode fulfillment. Read that again. The overwhelming majority have a regionalization strategy their own systems cannot support. They have committed to a layered, multi-supplier, multi-node model — and their ERP, their visibility tools, and their logistics integrations were built for a single-source, just-in-time world that no longer exists.

This is not a temporary glitch. It is the defining condition of the 2026 buyer. They are mid-transition, operating a new strategy on old infrastructure, and they feel the friction every day. Thomson Reuters’ trade data underscores how committed they are to the new model — 76% of trade professionals now treat the current tariff regime as permanent — which means the execution gap is not going to resolve itself by waiting it out.

Why this changes how you sell, not just what you sell

Every seller knows how to sell to a clear, well-formed need. The supply-chain execution gap is the opposite: it is a buyer who has the strategy fully formed and the capability missing. That asymmetry should change three things in your motion.

First, your discovery questions. Stop asking buyers what their supply-chain strategy is — they will recite it fluently, because they have said it in every board meeting this year. Start asking what is breaking when they try to run it. Where does visibility drop off between nodes? Which supplier onboarding still takes weeks? What manual workaround is holding a multinode process together? The pain lives in the execution layer, and that is where your differentiation has to land.

Second, your proof. A buyer drowning in a strategy-execution gap does not want a vision deck — they have their own. They want evidence that you have closed this specific gap for someone like them. Case studies should be reframed around transition — “here is a company that was mid-regionalization with fragmented systems, and here is what working looked like ninety days later.” That is a far stronger asset than a generic capabilities pitch.

Third, your deal structure. Buyers in transition cannot absorb a long, all-at-once implementation; they are already running a strategy their systems half-support. Land with a scoped first phase that fixes one painful node or one broken handoff, prove it, then expand. Shorter initial commitments also fit the reality that these buyers are still discovering what their new operating model actually requires.

The accounts to prioritize

Re-sort your pipeline by one question: which accounts have publicly committed to a sourcing or regionalization shift but show signs their systems have not caught up? Those are your fastest deals — the gap is widest, the pain is sharpest, and there is rarely an incumbent vendor who owns the transition. Accounts that have either not started the shift, or have already completed it, are slower and more competitive.

If you want a steady read on how supply-chain and trade shifts reshape the buyer — written for operators and founders rather than logistics analysts — bookmark TrendInsightsJournal.com. It tracks the second-order effects of trends like reshoring, so you can build a GTM motion around where buyers actually struggle instead of where the headlines point.

The takeaway: in 2026 your buyer’s bottleneck is not deciding what to do — it is being able to do it. Sell to the execution gap, and you are selling to the part of the problem they cannot solve alone.

Sources: Thomson Reuters, edhat / Stacker, DHL, Global Trade Magazine

Your Signed Contracts Just Stopped Being Locked — Why the “Permanent Tariff” Verdict Is Reopening B2B Deals Mid-Term

Your Signed Contracts Just Stopped Being Locked — Why the “Permanent Tariff” Verdict Is Reopening B2B Deals Mid-Term

There is a quiet line in Thomson Reuters’ 2026 Global Trade Report that should change how you think about your renewal book: 76% of trade professionals now believe the current US tariff regime is permanent and will persist for at least four more years — not a negotiating tactic, not a cycle, a fixed feature of the landscape. That single shift in belief is doing something to B2B contracts that tariff volatility itself never did. It is reopening them.

Here is the mechanism. As long as buyers and sellers treated tariffs as temporary, the rational move under a multi-year contract was to wait it out — absorb the noise, hold the price, ride to renewal. Once both sides accept the cost base has permanently moved, waiting stops being rational. A buyer staring at a two-year contract priced before 20–32% China duties, 18% on India, and 25% on Iran-linked trade became standing line items now sees a deal that is mispriced for the entire remaining term. So they call. And the supplier sitting on an input-cost increase they can no longer absorb is calling too. The contract that felt like locked revenue on January 1 is, by late spring, a live negotiation.

This is showing up alongside other 2026 trade signals that all point the same direction. Tariff volatility is now cited by 72% of trade professionals as the single most impactful regulatory force, up from 41% a year earlier. Roughly 40% of US firms are reshoring or regionalizing toward North America by year-end, which means the supply chain underneath many existing contracts is physically changing while the contract sits unchanged. And the just-in-time, cost-optimized model is giving way to regional “local-for-local” sourcing. Every one of those shifts is a reason for someone to reopen a signed agreement before its term runs out.

For a go-to-market leader, the instinct is to treat this defensively — protect the book, resist the reopen. That instinct is half right and half a missed quarter. The defensive half: assume every above-threshold contract in your renewal pipeline is reopenable, and get ahead of it. Reopen on your terms, with a prepared tariff-reset proposal, before the buyer reopens on theirs in a procurement-led squeeze. A seller who proactively brings a fair, transparent repricing looks like a partner; a seller dragged to the table looks like a cost to be minimized. The offensive half is the part most teams are sleeping on: if your contracts are contestable, so are your competitors’. Every account a rival “locked” with a multi-year deal priced in the old world is now a target. The switching-cost argument that protected incumbents just weakened, because the buyer is already opening the contract anyway.

The concrete fixes are not complicated. Build a tariff-reset clause into every new and renewed agreement so future moves are mechanical, not adversarial. Shorten standard contract terms to 12 months with a clean quarterly review trigger — long terms are now a liability for both sides, not a win. Score your renewal book by tariff exposure and triage the most-mispriced contracts for a proactive conversation this quarter. And build a target list of competitors’ aging, old-world-priced accounts, with a talk track that leads with pricing transparency rather than feature differentiation.

If you want to see where shifts like this are heading before they land in your renewal pipeline, bookmark TrendInsightsJournal.com. It is curated trend reporting written for operators and founders — tracking the macro, trade, and AI moves that quietly rewrite go-to-market plans, and framing each one around the decision in front of you. Read the brief, run your week.

The companies that win the back half of 2026 will not be the ones with the most signed contracts. They will be the ones who understood that “signed” stopped meaning “settled.”

Sources: Thomson Reuters Institute, UNCTAD, World Economic Forum, KPMG.

LinkedIn Just Rebuilt Itself Into an SMB Growth Engine — Here’s the GTM Playbook to Use It Before Your Competitors Do

On May 12, 2026, LinkedIn shipped a package of product launches aimed squarely at small businesses and founders — and the framing matters as much as the features. LinkedIn cited internal data showing the number of U.S. founders on the platform up roughly 70% year over year. When a distribution channel reorganizes itself around the audience you belong to, that’s not a press release to skim. That’s a go-to-market opening.

Here’s what landed, and the playbook to act on it.

What shipped

Four things stand out for a small-business GTM motion. First, Competitor Analytics for SMBs — LinkedIn expanded competitor tracking, letting companies benchmark performance against up to nine competitors, with the company claiming access to as much as 7.5x more engagement data than before. Second, Advice Sessions — paid one-on-one video consultations bookable directly from a LinkedIn profile, available to Premium Business subscribers, which turns expertise into a productized, on-platform offer. Third, an upgraded Hiring Pro with a plain-language AI hiring agent: you describe the role conversationally, the agent helps refine criteria and shortlist candidates. Fourth, Premium All-in-One enhancements including mobile post boosting and surfacing of prospect posts so you can engage warm accounts faster.

Read together, these aren’t four unrelated features. They’re LinkedIn betting that the founder is the brand, the sales team, and the recruiter — and building tools for a company where one person wears all three hats.

Why this is a GTM moment, not an HR update

Most coverage will file the hiring agent under “HR tech.” For a small business, that misses the point. The real shift is that LinkedIn is making founder-led growth measurable and operational. Competitor Analytics gives you a benchmark you never had as a small player. Advice Sessions gives you a revenue surface that doubles as lead generation — every booked call is both income and a qualified sales conversation. Prospect post surfacing turns the feed into a warm-outreach list.

The catch with any platform’s “we love small business” moment is the same: early movers capture the engagement and the data advantage, and the window closes as everyone else catches on. The 7.5x engagement figure is most valuable while your competitors aren’t yet looking at it.

The 30-day playbook

Week 1 — Baseline and instrument. Before you create anything, capture where you stand. Pull your current LinkedIn engagement and follower data and screenshot it. Set up Competitor Analytics against your nine most relevant competitors — pick real GTM rivals, not aspirational giants. Note their posting cadence, formats, and which posts earn engagement. This is your map; don’t skip it to jump straight to posting.

Week 2 — Build the founder surface. Decide what your founder profile is for. Rewrite the headline and About section as a positioning statement, not a résumé. If you qualify for Advice Sessions, configure one — price it against the value of the conversation, not the hour, and treat it as a top-of-funnel asset. Draft a posting rhythm you can actually sustain: two or three posts a week beats a daily burst you abandon.

Week 3 — Run the engagement motion. Use prospect post surfacing to build a daily warm-engagement habit: comment substantively on posts from a short list of target accounts before you pitch anyone. Test mobile post boosting on one or two posts that already earned organic traction — boost proven content, never cold content. If you’re hiring, pilot the Hiring Pro AI agent on one real role and judge it on shortlist quality, not speed alone.

Week 4 — Reconcile honestly. Compare against your Week 1 baseline. Tag LinkedIn-sourced leads distinctly in your CRM and dedupe them against other channels so you don’t double-count. Ask the unglamorous question: did Advice Sessions, boosted posts, or competitor-informed content produce pipeline, or just engagement? Keep what converted; cut what only flattered the vanity metrics.

If you want the prompt frameworks, content templates, and channel checklists to run a motion like this without inventing it from scratch, that’s the idea behind LevelUpLabs.co — a membership where entrepreneurs get AI-driven GTM playbooks, video training, and partner discounts on the tools that make founder-led growth repeatable. It’s the difference between reacting to a platform update and having a system ready to run when one lands.

The takeaway

LinkedIn has decided the small-business founder is its growth audience for 2026, and it’s handing you instrumentation — competitor benchmarks, a productized advice surface, an AI recruiter, warm-prospect signals — that used to require a marketing team to assemble. The platform advantage is real but temporary: it belongs to whoever sets up the baseline this month and runs the motion deliberately. Start with Week 1. Measure before you post. The founders who treat this as a GTM system, not a feature tour, will own the engagement their competitors are still ignoring.

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